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This publication is available at Army Knowledge Online
(https://armypubs.us.army.mil/doctrine/index.html).
 ADP 6-0, C2
Change No. 2 Headquarters
Department of the Army
Washington, DC, 12 March 2014

Mission Command
1. This change replaces the mission command staff task of conduct inform and influence
activities with synchronize information-related capabilities.
2. A triangle (Δ) marks new material.
3. ADP 6-0, 17 May 2012, is changed as follows:
Remove Old Pages
Insert New Pages
pages iii through iv pages iii through iv
pages 9 through 12 pages 9 through 12

4. File this transmittal sheet in front of the publication for reference purposes.

DISTRUBUTION RESTRICTION: Approved for public release; distribution is

unlimited.
 ADP 6-0, C2
12 MARCH 2014

By order of the Secretary of the Army:

RAYMOND T. ODIERNO
General, United States Army
Chief of Staff

Official:

GERALD B. O’KEEFE
Administrative Assistant to the
Secretary of the Army
1403801

DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in
accordance with the initial distribution number (IDN) 115907, requirements for
ADP 6-0.

PIN: 102806-002
 ADP 6-0, C1
Change No. 1 Headquarters
Department of the Army
Washington, DC, 10 September 2012

Mission Command
1. This change replaces the cover to align with Doctrine 2015 standards.
2. ADP 6-0, 17 May 2012, is changed as follows:
Remove Old Pages Insert New Pages
cover cover

3. File this transmittal sheet in front of the publication for reference purposes.

DISTRUBUTION RESTRICTION: Approved for public release; distribution is unlimited.

 ADP 6-0, C1
10 September 2012

By order of the Secretary of the Army:

RAYMOND T. ODIERNO
General, United States Army
Chief of Staff

Official:

JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
1224201

DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve: To be distributed in
accordance with the initial distribution number (IDN) 115907, requirements for ADP 6-0.

PIN:102806-001
 *ADP 6-0 (FM 6-0)

Army Doctrine Publication Headquarters

No. 6-0 Department of the Army
Washington, DC, 17 May 2012

Mission Command

Contents
Page
PREFACE ..................................................................................................... ii
Unified Land Operations and Mission Command ................................... 1
The Army’s Approach to Mission Command .......................................... 1
The Mission Command Philosophy of Command .................................. 5
The Mission Command Warfighting Function ........................................ 9
Conclusion ........................................................................................... 12
GLOSSARY .................................................................................. Glossary-1
REFERENCES .......................................................................... References-1

Figure
Figure 1. The exercise of mission command................................................... iv

DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited.

*This publication supersedes FM 6-0, dated 13 September 2011.

i
 Preface
Army Doctrine Publication (ADP) 6-0 presents the Army’s guidance on command, control,
and the mission command warfighting function. This publication concisely describes how
commanders, supported by their staffs, combine the art of command and the science of
control to understand situations, make decisions, direct action, and accomplish missions.
(See figure 1, page iv, for a graphical overview of the exercise of mission command.)
The principal audience for ADP 6-0 is all professionals within the Army. Commanders and
staffs of Army headquarters serving as joint task force or multinational headquarters should
also refer to applicable joint or multinational doctrine on command and control of joint or
multinational forces. Trainers and educators throughout the Army will also use this
publication.
Commanders, staffs, and subordinates ensure their decisions and actions comply with
applicable U.S., international, and, in some cases, host-nation laws and regulations.
Commanders at all levels ensure their Soldiers operate in accordance with the law of war
and the rules of engagement. (See Field Manual [FM] 27-10.)
To understand and apply mission command doctrine, readers must understand how unified
land operations (the Army’s operational concept, described in ADP 3-0, Unified Land
Operations) contributes to unified action. In addition, readers must be familiar with the
fundamentals of the operations process, established in ADP 5-0, The Operations Process,
and the fundamentals of Army leadership.
Army Doctrine Reference Publication (ADRP) 6-0, also titled Mission Command, explains
the principles of mission command in more detail. Taken as a whole, the doctrine in
ADP 6-0, ADRP 6-0, and ADP 5-0 forms the foundation for the tactics, techniques, and
procedures for the exercise of mission command.
ADP 6-0 uses joint terms where applicable. Selected joint and Army terms and definitions
appear in both the glossary and the text. Terms for which ADP 6-0 is the proponent
publication (the authority) are marked with an asterisk (*) in the glossary. Definitions for
which ADP 6-0 is the proponent publication are boldfaced in the text. These terms and
their definitions will be in the next revision of FM 1-02. For other definitions shown in the
text, the term is italicized and the number of the proponent publication follows the
definition.
ADP 6-0 applies to the Active Army, Army National Guard/Army National Guard of the
United States, and United States Army Reserve unless otherwise stated.
The proponent of ADP 6-0 is the United States Army Combined Arms Center. The
preparing agency is the Combined Arms Doctrine Directorate, United States Army
Combined Arms Center. Send comments and recommendations on a DA Form 2028
(Recommended Changes to Publications and Blank Forms) to Commander, U.S. Army

ii ADP 6-0 17 May 2012

 Mission Command

Combined Arms Center and Fort Leavenworth, ATTN: ATZL-MCD (ADP 6-0),
300 McPherson Avenue, Fort Leavenworth, KS 66027-2337; by e-mail to
[email protected]; or submit an electronic
DA Form 2028.

12 March 2014 ADP 6-0, C2 iii

ADP 6-0

∆ Figure 1. The exercise of mission command

iv ADP 6-0, C2 12 March 2014

 This publication begins by introducing the mission command
philosophy of command as a foundation of unified land
operations. It then discusses the Army’s approach to mission
command. Next, it explains how Army commanders apply the
mission command philosophy to balance the art of command and
the science of control. Finally, it explains the mission command
warfighting function.

UNIFIED LAND OPERATIONS AND MISSION

COMMAND
1. Unified land operations is the Army’s operational concept. This concept is based on
the central idea that Army units seize, retain, and exploit the initiative to gain a position
of relative advantage over the enemy. This is accomplished through decisive action—the
simultaneous combination of offensive, defensive, and stability operations (or defense
support of civil authorities) that set the conditions for favorable conflict resolution.
2. The mission command philosophy of command is one of the foundations of unified
land operations. Mission command is the exercise of authority and direction by the
commander using mission orders to enable disciplined initiative within the
commander’s intent to empower agile and adaptive leaders in the conduct of
unified land operations. The mission command philosophy effectively accounts for the
nature of military operations. Throughout operations, unexpected opportunities and
threats rapidly present themselves. Operations require responsibility and decisionmaking
at the point of action. Through mission command, commanders initiate and integrate all
military functions and actions toward a common goal—mission accomplishment.

THE ARMY’S APPROACH TO MISSION COMMAND

3. An effective approach to mission command must be comprehensive, without being
rigid, because military operations as a whole defy orderly, efficient, and precise control.
Military operations are complex, human endeavors characterized by the continuous,
mutual give and take, moves, and countermoves among all participants. The enemy is
not an inanimate object to be acted upon. It has its own objectives. While friendly forces
try to impose their will on the enemy, the enemy resists and seeks to impose its will on
friendly forces. In addition, operations occur among civilian groups whose actions
influence and are influenced by military operations. The results of these interactions are
often unpredictable—and perhaps uncontrollable.

A HUMAN SOLUTION TO COMPLEX OPERATIONAL CHALLENGES

4. To overcome these challenges, mission command doctrine incorporates three ideas:
the exercise of mission command, the mission command philosophy, and the mission
command warfighting function. In this discussion, the “exercise of mission command”
refers to an overarching idea that unifies the mission command philosophy of command
and the mission command warfighting function—a flexible grouping of tasks and

17 May 2012 ADP 6-0 1

ADP 6-0

systems. The exercise of mission command encompasses how Army commanders apply
the foundational mission command philosophy together with the mission command
warfighting function. The principles of mission command guide commanders and staffs
in the exercise of mission command.

THE PRINCIPLES OF MISSION COMMAND

5. The exercise of mission command is based on mutual trust, shared understanding,
and purpose. Commanders understand that some decisions must be made quickly at the
point of action. Therefore, they concentrate on the objectives of an operation, not how to
achieve it. Commanders provide subordinates with their intent, the purpose of the
operation, the key tasks, the desired end state, and resources. Subordinates then exercise
disciplined initiative to respond to unanticipated problems. Every Soldier must be
prepared to assume responsibility, maintain unity of effort, take prudent action, and act
resourcefully within the commander’s intent.
6. Effective commanders understand that their leadership guides the development of
teams and helps to establish mutual trust and shared understanding throughout the force.
Commanders allocate resources and provide a clear intent that guides subordinates’
actions while promoting freedom of action and initiative. Subordinates, by understanding
the commander’s intent and the overall common objective, are then able to adapt to
rapidly changing situations and exploit fleeting opportunities. When given sufficient
latitude, they can accomplish assigned tasks in a manner that fits the situation.
Subordinates understand that they have an obligation to act and synchronize their actions
with the rest of the force. Likewise, commanders influence the situation and provide
direction, guidance, and resources while synchronizing operations. They encourage
subordinates to take bold action, and they accept prudent risks to create opportunity and
to seize the initiative.
7. The six principles of mission command are—
 Build cohesive teams through mutual trust.
 Create shared understanding.
 Provide a clear commander’s intent.
 Exercise disciplined initiative.
 Use mission orders.
 Accept prudent risk.

Build Cohesive Teams Through Mutual Trust

8. Mutual trust is shared confidence among commanders, subordinates, and partners.
Effective commanders build cohesive teams in an environment of mutual trust. There are
few shortcuts to gaining the trust of others. Trust takes time and must be earned.
Commanders earn trust by upholding the Army values and exercising leadership,
consistent with the Army’s leadership principles. (See the Army leadership publication
for details on the leadership principles.)

2 ADP 6-0 17 May 2012

 Mission Command

9. Trust is gained or lost through everyday actions more than grand or occasional
gestures. It comes from successful shared experiences and training, usually gained
incidental to operations but also deliberately developed by the commander. While
sharing experiences, the interaction of the commander, subordinates, and Soldiers
through two-way communication reinforces trust. Soldiers expect to see the chain of
command accomplish the mission while taking care of their welfare and sharing
hardships and danger.
10. Effective commanders build teams within their own organizations and with unified
action partners through interpersonal relationships. Unified action partners are those
military forces, governmental and nongovernmental organizations, and elements of the
private sector with whom Army forces plan, coordinate, synchronize, and integrate
during the conduct of operations (ADRP 3-0). Uniting all the diverse capabilities
necessary to achieve success in operations requires collaborative and cooperative efforts
that focus those capabilities toward a common goal. Where military forces typically
demand unity of command, a challenge for building teams with unified action partners is
to forge unity of effort. Unity of effort is coordination and cooperation toward common
objectives, even if the participants are not necessarily part of the same command or
organization—the product of successful unified action (JP 1).

Create Shared Understanding

11. A defining challenge for commanders and staffs is creating shared understanding of
their operational environment, their operation’s purpose, its problems, and approaches to
solving them. Shared understanding and purpose form the basis for unity of effort and
trust. Commanders and staffs actively build and maintain shared understanding within
the force and with unified action partners by maintaining collaboration and dialogue
throughout the operations process (planning, preparation, execution, and assessment).
(See ADP 5-0 for a discussion of the operations process.)
12. Commanders use collaboration to establish human connections, build trust, and
create and maintain shared understanding and purpose. Collaborative exchange helps
commanders increase their situational understanding, resolve potential
misunderstandings, and assess the progress of operations. Effective collaboration
provides a forum. It allows dialogue in which participants exchange information, learn
from one another, and create joint solutions. Establishing a culture of collaboration is
difficult but necessary. Creating shared understanding of the issues, concerns, and
abilities of commanders, subordinates, and unified action partners takes an investment of
time and effort. Successful commanders talk with Soldiers, subordinate leaders, and
unified action partners. Through collaboration and dialogue, participants share
information and perspectives, question assumptions, and exchange ideas to help create
and maintain a shared understanding and purpose.

Provide a Clear Commander’s Intent

13. The commander’s intent is a clear and concise expression of the purpose of the
operation and the desired military end state that supports mission command, provides
focus to the staff, and helps subordinate and supporting commanders act to achieve the

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ADP 6-0

commander’s desired results without further orders, even when the operation does not
unfold as planned (JP 3-0). Commanders establish their own commander’s intent within
the intent of their higher commander. The higher commander’s intent provides the basis
for unity of effort throughout the larger force.
14. Commanders articulate the overall reason for the operation so forces understand why
it is being conducted. A well-crafted commander’s intent conveys a clear image of the
operation’s purpose, key tasks, and the desired outcome. It expresses the broader purpose
of the operation—beyond that of the mission statement. This helps subordinate
commanders and Soldiers to gain insight into what is expected of them, what constraints
apply, and, most important, why the mission is being undertaken. A clear commander’s
intent that lower-level leaders can understand is key to maintaining unity of effort. (See
ADRP 5-0 for the format of the commander’s intent.)
15. Successful commanders understand they cannot provide guidance or direction for all
conceivable contingencies. They formulate and communicate their commander’s intent
to describe the boundaries within which subordinates may exercise disciplined initiative
while maintaining unity of effort. Commanders collaborate and dialogue with
subordinates to ensure they understand the commander’s intent. Subordinates aware of
the commander’s intent are far more likely to exercise initiative in unexpected situations.
Successful mission command demands subordinates exercising their initiative to make
decisions that further their higher commander’s intent.

Exercise Disciplined Initiative

16. Disciplined initiative is action in the absence of orders, when existing orders no
longer fit the situation, or when unforeseen opportunities or threats arise. Leaders and
subordinates exercise disciplined initiative to create opportunities. Commanders rely on
subordinates to act, and subordinates take action to develop the situation. This
willingness to act helps develop and maintain operational initiative that sets or dictates
the terms of action throughout an operation.
17. The commander’s intent defines the limits within which subordinates may exercise
initiative. It gives subordinates the confidence to apply their judgment in ambiguous and
urgent situations because they know the mission’s purpose, key task, and desired end
state. They can take actions they think will best accomplish the mission. Using
disciplined initiative, subordinates strive to solve many unanticipated problems. They
perform the necessary coordination and take appropriate action when existing orders no
longer fit the situation.
18. Commanders and subordinates are obligated to follow lawful orders. Commanders
deviate from orders only when they are unlawful, needlessly risk the lives of Soldiers, or
no longer fit the situation. Subordinates inform their superiors as soon as possible when
they have deviated from orders. Adhering to applicable laws and regulations when
exercising disciplined initiative builds credibility and legitimacy. Straying beyond legal
boundaries undermines trust and jeopardizes tactical, operational, and strategic success.

4 ADP 6-0 17 May 2012

 Mission Command

Use Mission Orders

19. Mission orders are directives that emphasize to subordinates the results to be
attained, not how they are to achieve them. Commanders use mission orders to
provide direction and guidance that focus the forces’ activities on the achievement of the
main objective, set priorities, allocate resources, and influence the situation. They
provide subordinates the maximum freedom of action in determining how best to
accomplish missions. Mission orders seek to maximize individual initiative, while
relying on lateral coordination between units and vertical coordination up and down the
chain of command. The mission orders technique does not mean commanders do not
supervise subordinates in execution. However, they do not micromanage. They intervene
during execution only to direct changes, when necessary, to the concept of operations.

Accept Prudent Risk

20. Commanders accept prudent risk when making decisions because uncertainty exists
in all military operations. Prudent risk is a deliberate exposure to potential injury or
loss when the commander judges the outcome in terms of mission accomplishment
as worth the cost. Opportunities come with risks. The willingness to accept prudent risk
is often the key to exposing enemy weaknesses.
21. Making reasonable estimates and intentionally accepting prudent risk are
fundamental to mission command. Commanders focus on creating opportunities rather
than simply preventing defeat—even when preventing defeat appears safer. Reasonably
estimating and intentionally accepting risk are not gambling. Gambling, in contrast to
prudent risk taking, is staking success on a single event without considering the hazard to
the force should the event not unfold as envisioned. Therefore, commanders avoid taking
gambles. Commanders carefully determine risks, analyze and minimize as many hazards
as possible, and then take prudent risks to exploit opportunities.

THE MISSION COMMAND PHILOSOPHY OF

COMMAND
22. People are the basis of all military organizations, and military operations occur as
human interactions. Commanders use the philosophy of mission command to exploit and
enhance uniquely human skills. Commanders implement mission command through the
balancing of the art of command with the science of control.

ART OF COMMAND
23. Joint doctrine defines command as the authority that a commander in the armed
forces lawfully exercises over subordinates by virtue of rank or assignment. Command
includes the authority and responsibility for effectively using available resources and for
planning the employment of, organizing, directing, coordinating, and controlling military
forces for the accomplishment of assigned missions. It also includes responsibility for
health, welfare, morale, and discipline of assigned personnel (JP 1). Army doctrine
defines the art of command as the creative and skillful exercise of authority through
timely decisionmaking and leadership. As an art, command requires exercising

17 May 2012 ADP 6-0 5

ADP 6-0

judgment. Commanders constantly use their judgment for such things as delegating
authority, making decisions, determining the appropriate degree of control, and
allocating resources. Although certain facts such as troop-to-task ratios may influence a
commander, they do not account for the human aspects of command. A commander’s
experience and training also influence decisionmaking skills. Proficiency in the art of
command stems from years of schooling, self-development, and operational and training
experiences.
24. As an art, command also requires providing leadership. Leadership is the process of
influencing people by providing purpose, direction, and motivation to accomplish the
mission and improve the organization. Humans communicate to convey information and
thoughts. Although various formats exist to communicate information, successful
commanders understand the immeasurable value of collaboration and dialogue.
Collaboration and dialogue help commanders obtain human information not collected by
their mission command system. Based on the situation and the audience (Soldiers,
subordinate commanders, or unified action partners), commanders determine the
appropriate communication and leadership style. (See the Army leadership publication
for details on leadership style.) Commanders then organize their mission command
system to support their decisionmaking and facilitate communication.

Authority
25. Authority is the delegated power to judge, act, or command. Commanders have a
legal authority to enforce orders under the Uniform Code of Military Justice.
Commanders understand that operations affect and are affected by human interactions.
As such, they seek to establish personal authority. Personal authority ultimately arises
from the actions of the commander and the trust and confidence generated by those
actions. Commanders earn respect and trust by upholding laws and Army values,
applying Army leadership principles, and demonstrating tactical and technical expertise.
In this way, commanders enhance their authority.
26. Commanders are legally responsible for their decisions and for the actions,
accomplishments, and failures of their subordinates. All commanders have a
responsibility to act within their higher commander’s intent to achieve the desired end
state. However, humans sometimes make mistakes. Commanders realize that
subordinates may not accomplish all tasks initially and that errors may occur. Successful
commanders allow subordinates to learn through their mistakes and develop experience.
With such acceptance in the command climate, subordinates gain the experience required
to operate on their own. However, commanders do not continually underwrite
subordinates’ mistakes resulting from a critical lack of judgment. Nor do they tolerate
repeated errors of omission when subordinates fail to exercise initiative. The art of
command lies in discriminating between mistakes to underwrite as teaching points from
those that are unacceptable in a military leader.

Decisionmaking
27. Decisionmaking requires knowing if, when, and what to decide and understanding
the consequences of any decision. Commanders first seek to understand the situation. As

6 ADP 6-0 17 May 2012

 Mission Command

commanders and staffs receive information, they process it to develop meaning.

Commanders and staffs then apply judgment to gain understanding. This understanding
helps commanders and staffs develop effective plans, assess operations and make quality
decisions. Commanders use experience, training, and study to inform their decisions.
They consider the impact of leadership, operational complexity, and human factors when
determining how to best use available resources to accomplish the mission. Success in
operations demands timely and effective decisions based on applying judgment to
available information and knowledge. They use their judgment to assess information,
situations, or circumstances shrewdly and to draw feasible conclusions.

Leadership
28. Through leadership, commanders influence their organizations to accomplish
missions. They develop mutual trust, create shared understanding, and build cohesive
teams. Successful commanders act decisively, within the higher commander’s intent, and
in the best interest of the organization.
29. Commanders use their presence to lead their forces effectively. They recognize that
military operations take a toll on the moral, physical, and mental stamina of Soldiers.
They seek to maintain a constant understanding of the status of their forces and adjust
their leadership appropriately. They gather and communicate information and knowledge
about the command’s purpose, goals, and status. Establishing command presence makes
the commander’s knowledge and experience available to subordinates. Skilled
commanders communicate tactical and technical knowledge that goes beyond plans and
procedures. Command presence establishes a background for all plans and procedures so
that subordinates can understand how and when to adapt them to achieve the
commander’s intent. In many instances, a leader’s physical presence is necessary to lead
effectively.
30. Commanders position themselves where they can command effectively without
losing the ability to respond to changing situations. They seek to establish a positive
command climate that facilitates team building, encourages initiative, and fosters
collaboration, dialogue and mutual trust and understanding. Commanders understand the
importance of human relationships in overcoming uncertainty and chaos and maintaining
the focus of their forces. The art of command includes exploiting the dynamics of human
relationships to the advantage of friendly forces and to the disadvantage of an enemy.
Success depends at least as much on understanding the human aspects as it does on any
numerical and technological superiority.

SCIENCE OF CONTROL
31. Control is the regulation of forces and warfighting functions to accomplish the
mission in accordance with the commander’s intent. Aided by staffs, commanders
exercise control over assigned forces in their area of operations. Staffs coordinate,
synchronize, and integrate actions; inform the commander; and exercise control for the
commander.

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ADP 6-0

32. The science of control consists of systems and procedures used to improve the
commander’s understanding and support accomplishing missions. The science of
control is based on objectivity, facts, empirical methods, and analysis. Commanders and
staffs use the science of control to overcome the physical and procedural constraints
under which units operate. Units are bound by such factors as movement rates, fuel
consumption, weapons effects, rules of engagement, and legal considerations.
Commanders and staffs use the science of control to understand aspects of operations
that can be analyzed and measured. These include the physical capabilities and
limitations of friendly and enemy organizations and systems. Control also requires a
realistic appreciation for time-distance factors and the time required to initiate certain
actions. The science of control supports the art of command.
33. Commanders exercise control to account for changing circumstances and direct the
changes necessary to address the new situation. Commanders impose enough control to
mass the effect of combat power at the decisive point in time while allowing
subordinates the maximum freedom of action to accomplish assigned tasks. They
provide subordinates as much leeway for initiative as possible while keeping operations
synchronized.
34. Control relies on the continuous flow of information between the commander, staff,
subordinates, and unified action partners about the unfolding situation. Commanders and
staff maintain a continuous information flow to update their understanding. The science
of control depends on information, communication, structure, and degree of control.

Information
35. Commanders make and implement decisions based on information. Information
imparts structure and shape to military operations. It fuels understanding and fosters
initiative. Commanders determine information requirements and set information
priorities by establishing commander’s critical information requirements. Commanders
and staff interpret information received to gain understanding and to exploit fleeting
opportunities, respond to developing threats, modify plans, or reallocate resources. Staffs
use information and knowledge management practices to assist commanders in
collecting, analyzing, and disseminating information. This cycle of information exchange
provides the basis for creating and maintaining understanding.

Communication
36. Communication is the means through which commanders exercise immediate and
personal control over their forces. Units and other organizations disseminate and share
information among people, elements, and places. Communication links information to
decisions and decisions to action. No decision during operations can be executed without
clear communication between commanders and subordinates. Because military
operations require collective efforts, effective communication is imperative. Effective
communication is intensive and unconstrained, within a culture of collaboration.
Effective communication is characterized by the free and unhindered sharing of
meaningful information and knowledge across all echelons.

8 ADP 6-0 17 May 2012

 Mission Command

37. Communication has an importance far beyond simply exchanging information.

Commanders use communication to strengthen bonds within a command.
Communication builds trust, cooperation, cohesion, and shared understanding. The
traditional view of communication within military organizations is that subordinates send
commanders information, and commanders provide subordinates with decisions and
instructions. Mission command requires interactive communications characterized by
continuous vertical and horizontal feedback. Feedback provides the means to improve
and confirm situational understanding.

Structure
Δ 38. Organizational structure helps commanders exercise control. Structure refers to a
defined organization that establishes relationships and guides interactions among
elements. It also includes procedures that facilitate coordination among an organization’s
groups and activities. Structure is both internal (such as a command post) and external
(such as command and support relationships among subordinate forces). Commanders
apply Army doctrine for organizing Army command posts and command and support
relationships.

Degree of Control
39. A key aspect of mission command is determining the appropriate degree of control to
impose on subordinates. Commanders concentrate and synchronize multiple units to
mass effects, and they centralize or decentralize control of operations as needed to ensure
units can adapt to changing situations. The appropriate degree of control varies with each
situation and is not easy to determine. Effective commanders impose enough control to
maximize total combat power while allowing subordinates freedom of action.
Commanders strive to provide subordinates the resources and the freedom to take action
to develop the situation. Commanders and subordinates understand what risks the higher
commander will accept and what risks will remain with the subordinate commander. The
appropriate degree of control affords subordinates sufficient latitude to exploit
opportunities to seize, retain, and exploit the initiative.

THE MISSION COMMAND WARFIGHTING FUNCTION

40. The mission command warfighting function is the related tasks and systems that
develop and integrate those activities enabling a commander to balance the art of
command and the science of control in order to integrate the other warfighting functions
(ADRP 3-0). As a warfighting function, mission command consists of the related tasks
and a mission command system that support the exercise of authority and direction by
the commander. Through the mission command warfighting function, commanders
integrate the other warfighting functions into a coherent whole to mass the effects of
combat power at the decisive place and time.

12 March 2014 ADP 6-0, C2 9

ADP 6-0

MISSION COMMAND WARFIGHTING FUNCTION TASKS

41. The mission command warfighting function tasks highlight what commanders and
staff do to integrate the other warfighting functions. The mission command warfighting
function tasks include mutually supporting commander, staff, and additional tasks. The
commander leads the staff tasks, and the staff tasks fully support the commander in
executing the commander tasks. Commanders, assisted by their staff, integrate numerous
processes and activities within the headquarters and across the force, as they exercise
mission command. (See ADRP 6-0 for more information.)
Δ 42. Commanders are the central figures in mission command. Under the mission
command warfighting function, they perform three primary tasks to integrate all military
functions and actions:
 Drive the operations process through their activities of understanding,
visualizing, describing, directing, leading, and assessing operations.
 Develop teams, both within their own organizations and with joint,
interagency, and multinational partners.
 Inform and influence audiences, inside and outside their organizations.
Commanders use the operations process as the overarching framework for exercising
mission command. The operations process helps commanders translate decisions into
action and synchronize forces. Commanders realize that teams and teamwork are crucial
to success. A team is a group of individuals or organizations that work together toward a
common goal. Teams work together to exchange ideas and synchronize efforts.
Commanders ensure complementary and reinforcing actions, themes, and messages help
forces accomplish their objectives.
Δ 43. The staff supports the commander in the exercise of mission command by
performing the primary staff tasks:
 Conduct the operations process: plan, prepare, execute, and assess.
 Conduct knowledge management and information management.
 Synchronize information-related capabilities.
 Conduct cyber electromagnetic activities.
Staffs assist the commander in the details of planning, preparing, executing, and
assessing by conducting the operations process. They use the operations process to
integrate and synchronize within the headquarters and across the force. Although staffs
perform many tasks, they use knowledge and information management practices to
provide commanders the information they need to create and maintain their
understanding and make effective decisions. Staffs also assist the commander in
informing and influencing audiences. Additionally, staffs integrate and synchronize
cyber electromagnetic activities across all command echelons and warfighting functions.

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 Mission Command

44. In addition to the primary commander and staff tasks, five additional tasks reside
within the mission command warfighting function. These are commander-led and staff-
supported. The additional tasks are—
 Conduct military deception.
 Conduct civil affairs operations.
 Install, operate, and maintain the network.
 Conduct airspace control.
 Conduct information protection.
Commanders sometimes use military deception to establish conditions favorable to
success. They use civil affairs operations to enhance the relationship between military
forces and civil authorities in areas where military forces are present. Commanders and
staffs rely a technical network to communicate information and control forces. They
conduct airspace control to increase combat effectiveness. Commanders and staffs use
information protection measures to safeguard and defend friendly information and
information systems.

MISSION COMMAND SYSTEM

45. At every echelon of command, each commander establishes a mission command
system—the arrangement of personnel, networks, information systems, processes
and procedures, and facilities and equipment that enable commanders to conduct
operations. Commanders organize their mission command system to support
decisionmaking and facilitate communication.

Personnel
46. A commander’s mission command system begins with people. Therefore,
commanders base their mission command system on human characteristics and abilities
more than on equipment and procedures. An effective mission command system requires
trained personnel; commanders must not underestimate the importance of providing
training. Key personnel dedicated to mission command include seconds in command,
command sergeants major, and staff.

Networks
Δ 47. Social and technical networks enable commanders to communicate information
and control forces, leading to successful operations. Generally, a network is a grouping
of people or things interconnected for a purpose. Commanders develop and leverage
various social networks—individuals and organizations interconnected by a common
interest—to exchange information and ideas, build teams, and promote unity of effort.
Technical networks also connect people and allow sharing of resources and information.
For example, LandWarNet (the Army’s portion of the Department of Defense
information networks) is a technical network. It encompasses all Army information
management systems and information systems that collect, process, store, display,
disseminate, and protect information worldwide.

12 March 2014 ADP 6-0, C2 11

ADP 6-0

Information Systems
48. Commanders determine their information requirements and focus their staffs and
organizations on using information systems to meet these requirements. An information
system consists of equipment that collects, processes, stores, displays, and
disseminates information. This includes computers—hardware and software—and
communications, as well as policies and procedures for their use. Staffs use
information systems to process, store, and disseminate information according to the
commander's priorities. These capabilities relieve the staff of handling routine data.
Information systems—especially when merged into a single, integrated network—enable
extensive information sharing.

Processes and Procedures

49. Processes and procedures help commanders organize the activities within the
headquarters and throughout the force. Processes and procedures govern actions within a
mission command system to make it more effective and efficient. A process is a series of
actions directed to an end state. One example is the military decisionmaking process.
Procedures are standard, detailed steps, often used by staffs, which describe how to
perform specific tasks to achieve the desired end state. One example is a standard
operating procedure. Adhering to processes and procedures minimizes confusion,
misunderstanding, and hesitation as commanders make frequent, rapid decisions to meet
operational requirements.

Facilities and Equipment

50. Facilities and equipment include command posts, signal nodes, and all mission
command support equipment, excluding information systems. A facility is a structure or
location that provides a work environment and shelter for the personnel within the
mission command system. Facilities range from a command post composed of vehicles
and tentage to hardened buildings. Examples of equipment needed to sustain a mission
command system include vehicles, generators, and lighting.

CONCLUSION
51. ADP 6-0 aligns mission command doctrine with the Army’s operating concept
described in ADP 3-0. The doctrine in this publication shows how the principles of
mission command guide commanders and staffs in the exercise of mission command.
The exercise of mission command bridges the mission command philosophy with the
mission command warfighting function. This doctrine accounts for the nature of military
operations as complex human endeavors. Army commanders balance the art of command
with the science of control to accomplish missions.

12 ADP 6-0, C2 12 March 2014

 Glossary
The glossary lists acronyms and terms with Army or joint definitions.
Where Army and joint definitions differ, (Army) precedes the definition.
Terms for which ADP 6-0 is the proponent publication are marked with
an asterisk (*). The proponent publication for other terms is listed in
parentheses after the definition.
ADP Army doctrine publication
ADRP Army doctrine reference publication
*art of command The creative and skillful exercise of authority through
timely decisionmaking and leadership.
ATTP Army tactics, techniques, and procedures
*authority The delegated power to judge, act, or command.
command The authority that a commander in the armed forces
lawfully exercises over subordinates by virtue of rank or
assignment. Command includes the authority and
responsibility for effectively using available resources
and for planning the employment of, organizing,
directing, coordinating, and controlling military forces for
the accomplishment of assigned missions. It also includes
responsibility for health, welfare, morale, and discipline
of assigned personnel. (JP 1)
commander’s A clear and concise expression of the purpose of
intent the operation and the desired military end state that
supports mission command, provides focus to the staff,
and helps subordinate and supporting commanders act to
achieve the commander’s desired results without further
orders, even when the operation does not unfold as
planned. (JP 3-0)
*control The regulation of forces and warfighting functions to
accomplish the mission in accordance with the
commander’s intent.
DA Department of the Army
FM field manual
*information Equipment that collects, processes, stores, displays, and
system disseminates information. This includes computers—
hardware and software—and communications, as well as
policies and procedures for their use.
JP joint publication

17 May 2012 ADP 6-0 Glossary-1

Glossary

*mission (Army) The exercise of authority and direction by the

command commander using mission orders to enable disciplined
initiative within the commander’s intent to empower agile
and adaptive leaders in the conduct of unified land
operations.
*mission The arrangement of personnel, networks, information
command system systems, processes and procedures, and facilities and
equipment that enable commanders to conduct operations.
mission command The related tasks and systems that develop and integrate
warfighting those activities enabling a commander to balance the art
function of command and the science of control in order to
integrate the other warfighting functions. (ADRP 3-0)
*mission orders Directives that emphasize to subordinates the results to be
attained, not how they are to achieve them.
*prudent risk A deliberate exposure to potential injury or loss when the
commander judges the outcome in terms of mission
accomplishment as worth the cost.
*science of control Systems and procedures used to improve the
commander’s understanding and support accomplishing
missions.
unified action The synchronization, coordination, and/or integration of
the activities of governmental and nongovernmental
entities with military operations to achieve unity of effort.
(JP 1)
unified action Those military forces, governmental and
partners nongovernmental organizations, and elements of the
private sector with whom Army forces plan, coordinate,
synchronize, and integrate during the conduct of
operations. (ADRP 3-0)
unified land How the Army seizes, retains, and exploits the initiative
operations to gain and maintain a position of relative advantage in
sustained land operations through simultaneous offensive,
defensive, and stability operations in order to prevent or
deter conflict, prevail in war, and create the conditions for
favorable conflict resolution. (ADP 3-0)
unity of command The operation of all forces under a single responsible
commander who has the requisite authority to direct and
employ those forces in pursuit of a common purpose.
(JP 3-0)
unity of effort Coordination and cooperation toward common objectives,
even if the participants are not necessarily part of the
same command or organization—the product of
successful unified action. (JP 1)

Glossary-2 ADP 6-0 17 May 2012

 References
Doctrinal publications are listed by new number followed by old
number.

REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
ADP 3-0 (FM 3-0). Unified Land Operations. 10 October 2011.
FM 1-02. Operational Terms and Graphics. 21 September 2004.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms.
8 November 2010 (as amended through 15 March 2012).

RELATED PUBLICATIONS
These documents contain relevant supplemental information.

JOINT AND DEPARTMENT OF DEFENSE PUBLICATIONS

Most joint publications are available online:
<http://www.dtic.mil/doctrine/new_pubs/jointpub.htm.>
JP 1. Doctrine for the Armed Forces of the United States. 2 May 2007.
(Incorporating Change 1, 20 March 2009)
JP 3-0. Joint Operations. 11 August 2011.

DEPARTMENT OF THE ARMY PUBLICATIONS

Most Army doctrinal publications are available online:
<https://armypubs.us.army.mil/doctrine/Active_FM.html>.
ADP 5-0 (FM 5-0). The Operations Process. 17 May 2012.
ADRP 3-0. Unified Land Operations. 16 May 2012.
ADRP 5-0. The Operations Process. 17 May 2012.
ADRP 6-0. Mission Command. 17 May 2012.
ATTP 5-0.1. Commander and Staff Officer Guide. 14 September 2011.
FM 27-10. The Law of Land Warfare. 18 July 1956. (Incorporating Change 1,
15 July 1976).

REFERENCED FORMS
DA Form 2028. Recommended Changes to Publications and Blank Forms.

17 May 2012 ADP 6-0 References-1

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 ADP 6-0
17 May 2012

By Order of the Secretary of the Army:

RAYMOND T. ODIERNO
General, United States Army
Chief of Staff

Official:

JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
1211501

DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in
accordance with the initial distribution number (IDN) 115907, requirements for
ADP 6-0.
PIN: 102806-000